By Cassie Moyse, Director of Portfolio North
Impostor Syndrome is often portrayed as a psychological hurdle to overcome, but what if it’s not a flaw at all? Here, Cassie Moyse explores the emerging perspectives that suggest that the fear and self-doubt it breeds are natural responses to high-stakes challenges – both of which can be harnessed for personal and professional success.
The concept of impostor syndrome, describing self-doubt and the persistent fear of being exposed as a fraud despite evidence of competence, has gained significant traction in recent years.
Particularly within business and high-pressure environments, it is often cited as a barrier to personal and professional success. However, a growing body of thought questions whether impostor syndrome truly exists as a distinct phenomenon—or whether it is simply a natural response to new challenges and high expectations, mislabelled as a psychological flaw.
Rather than focusing on overcoming these feelings, this perspective suggests we should embrace and utilise them. Fear, anxiety and even self-doubt can be powerful drivers of growth and achievement when understood and reframed.
At their core, feelings associated with impostor syndrome—fear, anxiety and self-doubt—are natural emotional responses. They stem from the brain’s fight-or-flight mechanism, evolved to keep us alert and prepared. These sensations are not inherently negative; they are simply signals that we are entering a realm of uncertainty or challenge. In business, this is often the very space where innovation and growth occur.
Psychological research supports this notion. A study published in the Journal of Experimental Psychology found that reframing anxiety as excitement improved participants’ performance in high-pressure tasks like public speaking. When individuals viewed their nervous energy as a sign of opportunity rather than failure, they performed better and felt more confident. Fear, when harnessed, acts as a powerful motivator, sharpening focus and increasing determination.
The term “impostor phenomenon” was first introduced in 1978 by psychologists Pauline Clance and Suzanne Imes, who studied high-achieving women who felt their success was undeserved. Over time, this evolved into “impostor syndrome,” a label that has since been widely applied across industries and demographics. But critics of the concept argue that it pathologises a universal experience: the natural discomfort of facing new challenges or stretching one’s abilities.
Dr. Tomas Chamorro-Premuzic, an expert in leadership psychology, suggests that what we call impostor syndrome may, in fact, be beneficial. Self-doubt fosters humility and curiosity, preventing overconfidence and encouraging continuous learning. These qualities are especially valuable in a business context, where adaptability and the willingness to improve are critical.
Labelling these feelings as a syndrome carries significant risks. It implies that such emotions are abnormal or problematic, creating unnecessary anxiety about the anxiety itself. This can trap individuals in a cycle of self-criticism, where their focus shifts from their accomplishments to their perceived inadequacies.
In reality, feelings of inadequacy often arise during periods of growth or transition. As Carol Dweck’s work on the “growth mindset” highlights, stepping out of one’s comfort zone is essential for development. These moments of uncertainty are not signs of weakness, but markers of progress.
Moreover, impostor syndrome often reflects external factors rather than internal flaws. Workplace cultures that prioritise perfectionism or fail to celebrate diverse paths to success can exacerbate self-doubt.
Women, people of colour and neurodivergent individuals, for example, are disproportionately affected—not because they lack confidence, but because they navigate systems that fail to recognise their value.
If we move beyond the concept of impostor syndrome, how can we harness fear and anxiety as productive forces in business? Reframing is key. Instead of interpreting self-doubt as evidence of inadequacy, it can be seen as a signal of ambition and the pursuit of excellence.
Practical strategies include:
Acknowledging emotions without catastrophising – anxiety and fear are normal reactions to high stakes. Acknowledging these feelings without judgment allows us to see them as temporary states rather than fixed identities. Practising mindfulness can help to observe emotions without becoming overwhelmed.
Shifting focus to action – fear thrives on inaction and overthinking. Channelling nervous energy into preparation, whether for a presentation or a business pitch, provides a sense of control and purpose. Importantly, preparation should stop short of perfectionism, which can paralyse rather than empower.
Redefining success and failure – often, feelings of being an imposter stem from unrealistic standards. By setting clear, attainable goals and celebrating incremental progress, it becomes easier to recognise achievements and build confidence. Failure, too, can be reframed as a learning experience rather than a personal shortcoming.
Focusing on value over validation – seeking constant validation from others can reinforce feelings of inadequacy. Instead, focusing on the value you bring—whether through expertise, creativity, or resilience—shifts the narrative to one of contribution rather than comparison.
Some of Britain’s most successful entrepreneurs have spoken candidly about self-doubt, not as a weakness, but as a natural part of the journey.
Jo Malone, the renowned perfumer, often describes her early career as marked by fear and uncertainty. Yet, she credits this discomfort with driving her to innovate and excel.
Similarly, Sir James Dyson faced years of rejection and failure before his vacuum cleaner designs revolutionised the market. Their stories underscore the idea that discomfort and doubt are not obstacles but stepping stones.
These examples challenge the idea that confidence is a prerequisite for success. Many leaders build confidence through action rather than waiting for self-assurance to materialise. Courage, in this context, is not the absence of fear, but the decision to act despite it.
If fear and anxiety are normal, even beneficial, how can businesses foster environments that support growth rather than amplify insecurity?
Key strategies include:
Encouraging open dialogue – normalising conversations about self-doubt helps to remove the stigma and allows employees to seek support without fear of judgment.
Valuing process over perfection – rewarding effort, learning and creativity—rather than just outcomes—creates a culture where employees feel safe to experiment and innovate.
Providing mentorship – experienced mentors can help individuals reframe their anxieties, offering perspective and encouragement based on their own journeys.
Impostor syndrome, as a concept, may inadvertently magnify the very insecurities it seeks to address. By reframing self-doubt as a natural response to growth and challenge, we can harness its energy for positive outcomes. Fear and anxiety, far from being barriers, are signals that we are pushing boundaries and striving for something greater.
In the competitive world of business, success rarely comes without discomfort. The challenge is not to eliminate fear, but to embrace it—turning self-doubt into self-determination. After all, the greatest achievements are often born not from unshakable confidence, but from the courage to persevere in its absence.
